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改改Cynefin - introducing ComplexityCynefin - introducing Complexity

Dave Snowden1954 - ...

Zone of complacency. Over-reliance on structure, risk of

catastrophic failure

Ordered, cause and effect. Any reasonable

person can see how this can be solved

Ordered, cause and effect, but difficult. Analysis or experts

are required.

Order can be seen in retrospect. Emerging knowledge, safe-to-fail experiments.

No order to be seen. Action to stabilize is

required.

Disorder, missing perception of actual domain, people react as they are used to

In the Complex Domain

Probe, sense, respond.

Create environ-ments and expe-riments that allow patterns to emerge

Increase levels of interaction and communication

Use methods that can help generate ideas

Encourage dissent and diversity

Manage starting conditions and monitor for emergence

Managed dive into shallow chaos,

innovation, relaxing constraints

Experimentation, prototypes, holding options open as long

as possible

改改

Backlog Refinement

Sprint Planning #1

The Scrum FlowThe Scrum Flow

IdeasDeliverables

Vision

Product Backlog Ordered list of re-quirements, typi-cally as user stories

Product Owner Responsible for

business value, ROI and prioritization.

Owns Product Backlog

Team Responsible for creating product and results.Owns Sprint Backlog

ScrumMaster Responsible for process and re-moving impedimentsOwns Impediment Backlog

Selected Product Backlog Items

Sprint Planning #2

Sprint Backlog List of selected stories and tasks

Daily Scrum

Impedi-ment Backlog List of impediments

Sprint Review

Sprint Retrospective

Daily Cycle

Sprint CycleManagement Set teams, observe, advise and remove obstacles. Input to Product Backlog

Customer Pay for project. Validate result. Input to Product Backlog

User Use and validate result. Input to Product Backlog

The World Input to Product Backlog

改改The Scrum FlowThe Scrum Flow

22

改改The Scrum FlowThe Scrum FlowImprovement BacklogSprint backlog

To do Progress Done

Sprint backlog

To do Progress Done

ProductBacklog

Refnement

SprintPlanning

#1

SprintPlanning

#2

SprintReview

DailyScrum

SprintRetrospective

Product IncrementIdea &

VisionProduct Owner. Responsible for

business value, ROI and prioritization. Owns Product Backlog

product backlogNext

+1

+2

+3

++

Out of scope

New

product backlogNext

+1

+2

+3

++

Out of scope

New

Product BacklogOrdered list of requirements

Scrum Master. Responsible for pro- cess and removing impediments. Owns Impediment BacklogTeam. Responsible for

creating product and results. Owns Sprint Backlog

Selected Backlog

Product/Release Burndown

Sprints

Remain

Ideal

Ideal

P o

i n t s

600

500

400

300

200

100

06 7 8 954321

Product/Release Burndown

Sprints

Remain

Ideal

Ideal

P o i n

t s

600

500

400

300

200

100

06 7 8 954321

Sprint Burndown

D a ys

Remaining

Ideal

T a s k s L e

f t

60

6 7 8 9

50

5

40

4

30

3

20

2

10

10

Sprint Burndown

D a ys

Remaining

Ideal

T a s k s L e

f t

60

6 7 8 9

50

5

40

4

30

3

20

2

10

10

Stakeholders. Users, Customers, Management. Input to Product Backlog, participate and help

改改The Scrum Flow – Japanese (Anime) versionThe Scrum Flow – Japanese (Anime) version

88

改改Schwaber and SutherlandSchwaber and Sutherland

改改The Scrum Flow, German versionThe Scrum Flow, German versionRoles Artifacts Meetings Organizational Process

Scrum Master Responsible for process and removing impediments

Team Responsible for creating product and results, manages sprint backlog

Management/Users/Stakeholders Observe and advise, input to Product Backlog, help remove impediments

Product Backlog List of requirements &

issues, user stories Owned by Product Owner. Anybody can add to it Only Product Owner prioritizes Product burn-down chart

Sprint Backlog Sprint Goal: One-sentence

summary. List of tasks Showing status’ of tasks Owned by Team Only Team modifies it Possibly extend with

Burndown Updated daily

Impediment Backlog List of obstacles & unmade

decisions. Owned by Scrum Master. Updated daily.

Sprint Planning 2 * 2-4 hours, estimates MUST be ready. #1, In: Product Backlog, existing product,

business and technology conditions. Select highest priority items in Product

Backlog; declare Sprint Goal.

#2: Team turns selected items into Sprint Backlog and breaks down to tasks.

Out: Sprint Backlog/Task board.

Backlog Refinement

Daily Scrum Same time and place every day, 15 min. For the Team, all can attend, only Team and

Scrum Master speak, questions: 1) What did you accomplish yesterday? 2)

What will you accomplish today? 3) What is in your way? Any obstacles?

Team updates Sprint Backlog, Scrum- Master updates Impediment Backlog

Sprint Review Informal, 2-4 hours, informational, attended

by all. All discuss and review Only completed results/functionality can be

presented.

Sprint Retrospective

Team and Scrum Master. What did we experience? What went well? What can be improved?

Decide, take responsibility and action.

Initial Vision

More on Backlog + budget?

Sprint Planning

Daily workUpdate Sprint

Backlog

Daily Scrum

Days < Sprint length

Sprint Review

Sprint Retrospective

Done

Product Owner Responsible for vision, business value, prioritization and Product Backlog

Sprint

No

Yes

No

Yes

No

No

改改The Scrum RolesThe Scrum Roles■ The Product Owner is responsible for The Product Owner is responsible for

■ Product Vision. Business Value – generating it, return on Investment (ROI). Product Vision. Business Value – generating it, return on Investment (ROI). Prioritization – also what not to doPrioritization – also what not to do

■ Release management, how to sequence for the userRelease management, how to sequence for the user

■ Maintaining and refining the Product Backlog. Gathers and develops Maintaining and refining the Product Backlog. Gathers and develops Backlog Items. Acquires business value for Items. Gets Product Backlog Backlog Items. Acquires business value for Items. Gets Product Backlog Items costs estimated. Prioritizes Items on the backlog Items costs estimated. Prioritizes Items on the backlog

■ Presents the Backlog Items to the TeamPresents the Backlog Items to the Team

■ Participates in the Sprint Planning meeting(s), including the Backlog Participates in the Sprint Planning meeting(s), including the Backlog Refinement. Selects Items for the Sprint together with the TeamRefinement. Selects Items for the Sprint together with the Team

■ Participates in the Sprint Review meeting. Approves completed Backlog Participates in the Sprint Review meeting. Approves completed Backlog Items in the Sprint. Collects input from others in the organizationItems in the Sprint. Collects input from others in the organization

■ Follows Sprint progress. Via Daily Scrum, Task Board and Scrum Master. Follows Sprint progress. Via Daily Scrum, Task Board and Scrum Master. Answers questions as they pop up during the SprintAnswers questions as they pop up during the Sprint

■ The ScrumMaster is responsible forThe ScrumMaster is responsible for

■ The Scrum process and Optimizing the Scrum environmentThe Scrum process and Optimizing the Scrum environment

■ Removing Obstacles and impediments for the projectRemoving Obstacles and impediments for the project

■ Coaching and supporting the Team and the Product OwnerCoaching and supporting the Team and the Product Owner

■ Ensures that meetings are held. Sprint Planning meetings. Daily Scrum. Ensures that meetings are held. Sprint Planning meetings. Daily Scrum. Sprint Review. Sprint Retrospective, Backlog RefinementSprint Review. Sprint Retrospective, Backlog Refinement

■ Ensures that people do what they committed to do. The Team works on Ensures that people do what they committed to do. The Team works on the selected Backlog Items. The Team updates the Sprint Backlog and the selected Backlog Items. The Team updates the Sprint Backlog and report impediments. The Product Owner cultivates the Product Backlog. report impediments. The Product Owner cultivates the Product Backlog. That the Product Backlog Items are estimated for size and prioritizedThat the Product Backlog Items are estimated for size and prioritized

■ Optimizes Team conditions. Anything that can make the Team grow to Optimizes Team conditions. Anything that can make the Team grow to reach their full potentialreach their full potential

■ Protects the Team. From interruptions and unplanned work during Sprint. Protects the Team. From interruptions and unplanned work during Sprint. From being dragged into other workFrom being dragged into other work

■ The Development Team (Team)The Development Team (Team)

■ Consists of 7 +/- 2 members. Cross/functional, all primary skills needed are Consists of 7 +/- 2 members. Cross/functional, all primary skills needed are in the Team. Willing to commit to the work, to each other - the Team – and in the Team. Willing to commit to the work, to each other - the Team – and to the organizationto the organization

■ Is responsible for collaboration and the work. Analyzing and designing PB Is responsible for collaboration and the work. Analyzing and designing PB Items, breaking them down into work tasks. Building the Sprint Backlog. Items, breaking them down into work tasks. Building the Sprint Backlog. Monitoring and reporting progress and impediments . Estimating size of Monitoring and reporting progress and impediments . Estimating size of Product Backlog ItemsProduct Backlog Items

■ Self-managing within the given constraints. Authority to do whatever is Self-managing within the given constraints. Authority to do whatever is necessary to meet commitment. Authority to manage their own space. necessary to meet commitment. Authority to manage their own space.

■ Responsible for resolving their own conflictsResponsible for resolving their own conflicts

■ Self-organizes during the Sprint. The Team decides who does what and Self-organizes during the Sprint. The Team decides who does what and when within the Sprint. All Team members attend the daily Scrum Meeting. when within the Sprint. All Team members attend the daily Scrum Meeting. The Team updates the Sprint BacklogThe Team updates the Sprint Backlog

■ The Stakeholders, What do they all do?The Stakeholders, What do they all do?

■ Help the team, when askedHelp the team, when asked

■ Follow and review the project in order to be able to feed requirements into Follow and review the project in order to be able to feed requirements into the Product Backlog, approve release plans, remove impediments etc.the Product Backlog, approve release plans, remove impediments etc.

改改The Scrum Activities (Ceremony)The Scrum Activities (Ceremony)■ The Sprint Planning Meeting #1The Sprint Planning Meeting #1

■ Time-boxed 2-4 hours. Team, Product Owner and Scrum MasterTime-boxed 2-4 hours. Team, Product Owner and Scrum Master

■ The purpose is to select items from the Product Backlog for the next SprintThe purpose is to select items from the Product Backlog for the next Sprint

■ Product Owner has made sure relevant items are estimated, he has Product Owner has made sure relevant items are estimated, he has prioritized items and formulated a Sprint Goalprioritized items and formulated a Sprint Goal

■ The Team’s has assessed their resources and capacityThe Team’s has assessed their resources and capacity

■ Product Owner works on raising the Team’s understanding of the items on Product Owner works on raising the Team’s understanding of the items on the Product Backlog. Estimates of Backlog Items may changethe Product Backlog. Estimates of Backlog Items may change

■ In dialogue with the Team the best possible set of items are selectedIn dialogue with the Team the best possible set of items are selected

■ The Sprint Planning Meeting #2The Sprint Planning Meeting #2

■ Time boxed 2-4 hours. Team and Scrum MasterTime boxed 2-4 hours. Team and Scrum Master

■ The purpose is to decide, how to deliver the selected Product Backlog Items. The purpose is to decide, how to deliver the selected Product Backlog Items. Each Product Backlog Item is analyzed, then designed and broken down to Each Product Backlog Item is analyzed, then designed and broken down to tasks. No task should last more than 1 day, tasks. No task should last more than 1 day,

■ The Sprint Backlog is built. The final Sprint Backlog is made public. This is the The Sprint Backlog is built. The final Sprint Backlog is made public. This is the Team’s commitmentTeam’s commitment

■ The Daily ScrumThe Daily Scrum

■ Time-boxed to 15 min. Daily synchronization by Team and Scrum Master, Time-boxed to 15 min. Daily synchronization by Team and Scrum Master, held same place, same time, every working dayheld same place, same time, every working day

■ Anyone can come, but only Team and Scrum Master speakAnyone can come, but only Team and Scrum Master speak

■ 3 questions asked to everybody: 3 questions asked to everybody:

■ What have you accomplished What have you accomplished since the last Daily Scrum?since the last Daily Scrum?

■ What will you accomplish until What will you accomplish until the next Daily Scrum?the next Daily Scrum?

■ Does anything prevent you Does anything prevent you from working optimally?from working optimally?

■ Sprint ReviewSprint Review

■ Time-boxed to maximum 2-4 hours. The Team presents its Time-boxed to maximum 2-4 hours. The Team presents its accomplishments in the Sprint. Only finished Backlog Items (“Done”) are accomplishments in the Sprint. Only finished Backlog Items (“Done”) are presentedpresented

■ Product Owner and Stakeholders invited so they can know ”where we are” Product Owner and Stakeholders invited so they can know ”where we are” in the projectin the project

■ The audience asks questions, makes comments and identify things missing The audience asks questions, makes comments and identify things missing or different – plus new ideas. All goes to the Product Backlogor different – plus new ideas. All goes to the Product Backlog

■ Sprint RetrospectiveSprint Retrospective

■ Time-boxed to maximum 2-4 hours. The Team and the Scrum Master Time-boxed to maximum 2-4 hours. The Team and the Scrum Master review the Sprintreview the Sprint

■ The six step approach: 1. Is everyone OK with talking openly? 2. Create a The six step approach: 1. Is everyone OK with talking openly? 2. Create a timeline of the Sprint and each tell a story of importance. 3. Ask – What timeline of the Sprint and each tell a story of importance. 3. Ask – What went well? 4. Ask – What could be improved? 5. Ask – Who is in control? 6. went well? 4. Ask – What could be improved? 5. Ask – Who is in control? 6. Create and agree on an action listCreate and agree on an action list

■ Performing a SprintPerforming a Sprint

■ Sprints are 2, 3 or 4 weeks longSprints are 2, 3 or 4 weeks long

■ The Team self-organizes within constraints, splits the work among the The Team self-organizes within constraints, splits the work among the members, they ask for help and guidance, if needed, they use the Scrum members, they ask for help and guidance, if needed, they use the Scrum Master as a facilitator and bufferMaster as a facilitator and buffer

■ Assign a Sprint area, if possible a separate room. Let the team have the Assign a Sprint area, if possible a separate room. Let the team have the necessary resources. Assign a budget per Sprintnecessary resources. Assign a budget per Sprint

■ The Team is set free to fulfill its commitment in the SprintThe Team is set free to fulfill its commitment in the Sprint

■ Backlog Refinement and EstimationBacklog Refinement and Estimation

■ Time-boxed to maximum 2-4 hours, or maybe two meetingsTime-boxed to maximum 2-4 hours, or maybe two meetings

■ Product Owner has selected possible items for next Sprint. New ideas that Product Owner has selected possible items for next Sprint. New ideas that need to be discussed. The Team estimates. Detailed requirement analysis. need to be discussed. The Team estimates. Detailed requirement analysis. Breaking down of Epics (Large stories)Breaking down of Epics (Large stories)

■ The Backlog Refinement meeting is a preparation for Sprint Planning #1 The Backlog Refinement meeting is a preparation for Sprint Planning #1 meetingmeeting

改改The Scrum ArtifactsThe Scrum Artifacts

PROBLEM SOLUTION UNIQUE VALUE PROPOSITION

UNFAIR ADVANTAGE CUSTOMER SEGMENTS

CHANNELSKEY METRICS

COST STRUCTURE REVENUE STREAMS

RISKS

Title: Author: Date:

1 123

4

5 5

6

7

改改Estimate EU Country PopulationEstimate EU Country Population

Source: http://en.wikipedia.org/wiki/List_of_European_countries_by_population

NO

SEDK

UK

DK

NL

FR

PLDE

ESPT

Country Population 50%

Population 90%

Diff * diff

DK (5.6) 2 2 0

NL

NO

FR

UK

PL

ES

PT

SE

DE

Sum

90% Buffered sum

SQRT:

改改Estimate US State PopulationEstimate US State Population

State Population 50%

Population 90%

Diff * diff

MA (6.69) 5 5 0

FL

CT

IA

CA

NY

MT

NJ

PA

IN

Sum

90% Buffered sum

SQRT:

改改Estimate Distance from CopenhagenEstimate Distance from Copenhagen

One more reference: Gilleleje is “1”Source: Google Maps

改改Estimate Distance from OsloEstimate Distance from Oslo

One more reference: Hønefoss is “1”Source: Google Maps

改改Estimate Indian State PopulationEstimate Indian State Population

One more reference: Tripura is “1”

Source: http://en.wikipedia.org/wiki/List_of_states_and_union_territories_of_India_by_population

As per census data 2011, the total populationof India is: 1,210,193,422

改改Estimate Mexican Cities PopulationEstimate Mexican Cities Population

One more reference: Guadalupe is “1”

Source: https://en.wikipedia.org/wiki/List_of_cities_in_MexicoAs per census data 2010

改改

Food Calories 50% Calories 90% Diff * diff

Apple (100g) 2 2 0

Banana (100g)

Lemon (100g)

Whole Milk (cup)

Dates (cup)

Scrambled eggs 2 eggs, 61g each

Chicken (100g)

Bagel (ordinary)

Peanut butter (100g)

Big Mac

Sum

Buffered sum SQRT:

Estimate calories in foodEstimate calories in food

改改Estimate Distances from CopenhagenEstimate Distances from Copenhagen

改改PocketModPocketMod

改改The “Nakamura lock” PlaneThe “Nakamura lock” Plane

改改The Composite Lego Item projectThe Composite Lego Item project

■ The objective The objective ■ To get as many Composite Lego Items (CLI) delivered by the team as To get as many Composite Lego Items (CLI) delivered by the team as

possible within two minutes. possible within two minutes.

■ RulesRules■ The project consists of 5 iterations, each 2 minutesThe project consists of 5 iterations, each 2 minutes

■ Each CLI must have 6 componentsEach CLI must have 6 components

■ Each CLI must have 4 colorsEach CLI must have 4 colors

■ Each CLI must be able to standEach CLI must be able to stand

■ Each person in the team can handle maximum two colorsEach person in the team can handle maximum two colors

■ Each iteration is two minutesEach iteration is two minutes

■ In between one minute for planningIn between one minute for planning

■ Before the first iteration the team has Before the first iteration the team has 4 minutes for planning4 minutes for planning

■ We estimate number of CLIs delivered before each iterationWe estimate number of CLIs delivered before each iteration

改改Strength of a TeamStrength of a Team

# Question 1 2 3 4 51. Do I know what is expected of me in my team?

2. Do I have the materials and equipment, I need, to do my work right?

3. At work, do I have the opportunity to do what I do best every day?

4. In the last seven days, have I received recogniton or praise for doing good work?

5. Does my supervisor, or someone in my team, seem to care about me as a person?

6. Is there someone in my team who encourages my development?

7. In my team, do my opinions seem to count?

8. Does the mission/purpose of my team and company make me feel my job is important?

9. Are my co-team-members commited to doing quality work?

10. Do I have a best friend in my team?

11. In the last six months, has someone in my team talked to me about my progress?

12. This last year, have I had the opportunity at work to learn and grow?

5 is highest

改改Project temperatureProject temperature

# Question 1 2 3 4 51. Has the project generally delivered the expected value to the stakeholders?

2. How close are the deliverables to the stakeholders' (possibly revised) expectatons?

3. How close is the project’s tmeline to the stakeholders' (possibly revised) expectaton?

4. How close is the project’s budget to the stakeholders' (possibly revised) estmate?

5. How close is the project’s quality to the stakeholders' (possibly revised) expectaton?

6. How well did you handle discovered informaton or stakeholders' changed priorites?

7. Does the project generally meet your own expectatons?

8. Do the individuals in the project generally take responsibility for the work?

9. Can the project team generally solve the issues that come up in the project?

10. Can the team keep up a steady pace instead of working in starts and stops?

11. Does the work in the project give a sense of satsfacton and challenge to grow?

12. Would you choose to work on this project again, if you had the choice?

改改Are you doing Scrum today?Are you doing Scrum today?

# Question 1 2 3 4 51. Do you have a clear, verifable concept of “Done” for deliverables, Product Backlog Items?

2. Is the work in your project split in fxed iteratons (Sprints) of 2 to 4 weeks length?

3. Do you have a ScrumMaster constantly working on optmiiing the environment?

4. Do you have a Product Owner, who constantly refnes the Product Backlog and priorities items?

5. Do you have a small Team (5-9), who has the skills and mandate to deliver Product Backlog Items?

6. Do you have daily, public, short Daily Scrums, where the Team and the Scrum Master synchroniie?

7. Do you have Sprint Retrospectve meetngs to focus on constant improvement and learning?

8. Is the Team allowed to self-organiie and break Items down into tasks – in Planning and in Sprint?

9. Does the Team maintain a daily-updated Sprint Backlog, where progress and problems shows?

10. Do you have a visible, prioritied Product Backlog, where top level Items are estmated and valued?

11. Is the team lef to do it’s planned work during the Sprint, i.e. not interrupted from outside?

12. Do you have a Product or Release Burn-down, from which the Team’s velocity can be deduced?

5 is highest

改改Are you doing well as a Scrum Master?Are you doing well as a Scrum Master?

# Question 1 2 3 4 51. Does the Team and the Product Owner submit acceptably high scores on the “Are you doing Scrum today”

questonnaire?

2. Do you take honest impediments seriously - and do something about them?

3. Do you protect the Team from interruptons during Sprint?

4. Do you help with keeping the rhythm of the Sprint and the meetngs?

5. Do you help the Team to reach decisions and get things done?

6. Do you ensure the Team lives up to its commitments?

7. Do you help the Team and the Product Owner with confict resoluton internally and externally?

8. Do you have a plan for developing the Team and the individuals to their maximum potental?

9. Do you ensure the Product Owner grooms the Backlog and priorities items?

10. Do you persist in raising the organiiaton’s understanding of what you are doing with Scrum?

11. Do you persistently work on raising the visibility into you Scrum project?

12. Do you have a network of equals, where you can share victories and concerns, and you can grow?

5 is highest

改改Are you doing well as a Scrum Product Owner?Are you doing well as a Scrum Product Owner?

# Question 1 2 3 4 51. Is the Product Backlog always prioritied and the top of the Backlog estmated?

2. Do you regularly groom the backlog, improve explanatons, update business value and estmates?

3. Do you have release or phase plan covering more than the next Sprint?

4. Do you have a product or release burn-down chart showing development in work and business value?

5. Do you have publicly available chart showing team velocity?

6. Do you have regular sessions with the Team to estmate siie of backlog items?

7. Do you have regular estmaton sessions of business value with relevant people?

8. Do your stakeholders feel comfortable with the level of informaton they get from your project?

9. Do your Team(s) feel comfortable with the quality of the Product Backlog items?

10. Do you follow the progress of your Team(s) sprints?

11. Are you available to answer questons from your Team(s) within a day?

12. Do you interact with the Scrum Master in order to improve the work situaton?

5 is highest

改改Are you doing well as a Scrum Team Member?Are you doing well as a Scrum Team Member?

# Question 1 2 3 4 51. Do you have a clear, verifable concept of “Done” for deliverables, Product Backlog Items?

2. Are bugs and issues discovered af the Sprint seldomly?

3. Do you constantly maintain a publicly visible Sprint Backlog showing the fow of work?

4. Do you and your Team members atend the Daily Scrum?

5. Do you regularly meet the commitments made for each Sprint?

6. Do you and your Team members take responsibility for all the work together?

7. Do you maintain a publicly available chart showing team velocity development?

8. Do you break backlog items down into appropriately siied tasks to allow easy follow up?

9. Do you have regular estmaton sessions of siie of Product Backlog Items with the Product Owner?

10. Do you and your Team members encourage and develop each other towards constant improvement?

11. Do you and your Team members ask the Product Owner for clarifcaton instead of “assuming”?

12. Do you and your Team members use the ScrumMaster in order to remove impediments?

5 is highest

改改We have a job to do: Deliver card houses!We have a job to do: Deliver card houses!

■ The objective of the “Card House” game is to get the most “rent” out of a card The objective of the “Card House” game is to get the most “rent” out of a card house produced by the team within 5 sprints of 2 minutes each.house produced by the team within 5 sprints of 2 minutes each.

■ The rent-value of the house is 1 for each apartment on the ground floor, 2 for The rent-value of the house is 1 for each apartment on the ground floor, 2 for the first floor, 4 for the second, 8 for the third etc. The rent-value doubles for the first floor, 4 for the second, 8 for the third etc. The rent-value doubles for each floor.each floor.

■ After each sprint the Team is credited with the rent for the current size of After each sprint the Team is credited with the rent for the current size of the house.the house.

■ The house must be a minimum of two stories high.The house must be a minimum of two stories high.

■ It must be one coherent house, not many houses.It must be one coherent house, not many houses.

■ The Team get 4 minutes for the first planning. The Team get 4 minutes for the first planning.

■ After a sprint of 2 minutes, the team is allowed 1 additional minute to After a sprint of 2 minutes, the team is allowed 1 additional minute to discuss the process and how it could be improved.discuss the process and how it could be improved.

■ The game consists of 5 sprints, 2 minutes length each. The result is the total The game consists of 5 sprints, 2 minutes length each. The result is the total rent accumulated.rent accumulated.

■ The team estimates current and total rent before each Sprint.The team estimates current and total rent before each Sprint.

7

8

26

4

6

8

改改Private RetrospectivePrivate RetrospectiveThis was important

I will keep doing this

I will stop doing this

I will begin doing this

Date: Name:

Who is involved

改改

Legend: ■ - Phase/Release ♦ - Deadline ◊ - Milestone - Delivery out - Delivery in

Topic 01 02 03 04 05 06 07 08 09 10 11 12

Project TimelineProject Timeline

改改Next Sprint

Sprint 1.1

Sprint 2.1

Unprioritized New

Sprint 2.2 Sprint 2.3

Sprint 1.2 Sprint 1.3

Product/Project BacklogProduct/Project Backlog

改改Waiting In Progress Done

Blocked Unexpected

Sprint Backlog/TaskboardSprint Backlog/Taskboard

改改Impediment list

Waiting In Progress Done

Blocked

改改Kanban for Support workKanban for Support workAnalyze Fix Verify ClosedReady

Doing Doing DoingDone Done DoneDone

Urgent

Today

Later

改改Combined project and interrupt driven workCombined project and interrupt driven workNEW REQUESTS PERIODIC DELIVERABLES TO DO DONEPROGRESS

BLOCKED

EXECUTE

IMPROVEMENTS

UNPLANNED50%

90%

Daily

Weekly

Monthly

READY PLANNING CHECK DONEDoing Done DoneDoing

PROGRESS DONE

改改Backlog for multiple projectsBacklog for multiple projects

+1 +2 +3 +4 +5 +6 +7 +8 +9 +10 +11 +12 +13 +14 +15 +16 Later

TIMELINE

OTHER INITIATIVES

INITIATIVE #1

INITIATIVE #2

INITIATIVE #3

INITIATIVE #4

INITIATIVE #5

▼▲ ◊ ♦Delivery out Delivery in Milestone Deadline

改改Deliverables – Product Backlog ItemsDeliverables – Product Backlog Items

改改Product Backlog ItemProduct Backlog Item

改改Product Backlog ItemProduct Backlog Item

改改Task cards for the Sprint BacklogTask cards for the Sprint Backlog

Research/analysis methods to be used

Experts to be consulted/deployed Justification of choice

Justification of methods

Anticipated date for results Who will review?

Name

Summary of issue/opportunity

Evidence for research or experts being able to handle this question

something memorable

Leave blank if not used

Leave blank if not used

Leave blank if no research/analysis proposed

Leave blank if no use of experts proposed

Com

plic

ated

act

ion f

orm

Expected signs of success

Possible signs of failure Dampening actions

Amplification actions

Oblique? Naive?

Name

Action description

Why is it coherent?

something memorable

leave blank if not leave blank if not

Com

ple

x ac

tion

for

m

Forms Etc. for trainings Forms Etc. for trainings sessionssessions

改改Sprint Planning #1Sprint Planning #1Purpose

Precondition

Participants

Agenda

Result

改改Sprint Planning #2Sprint Planning #2Purpose

Precondition

Participants

Agenda

Result

改改Daily ScrumDaily ScrumPurpose

Precondition

Participants

Agenda

Result

改改Backlog RefinementBacklog RefinementPurpose

Precondition

Participants

Agenda

Result

改改Sprint ReviewSprint ReviewPurpose

Precondition

Participants

Agenda

Result

改改Sprint RetrospectiveSprint RetrospectivePurpose

Precondition

Participants

Agenda

Result

改改Scrum Product OwnerScrum Product OwnerUnique Value Proposition of Role

Responsibility

Instruments

What he/she does

Relations to others

改改Scrum MasterScrum MasterUnique Value Proposition of Role

Responsibility

Instruments

What he/she does

Relations to others

改改Scrum Development Team (Team)Scrum Development Team (Team)Unique Value Proposition of Role

Responsibility

Instruments

What he/she does

Relations to others

改改ManagementManagementUnique Value Proposition of Role

Responsibility

Instruments

What he/she does

Relations to others

改改Customer / UserCustomer / UserUnique Value Proposition of Role

Responsibility

Instruments

What he/she does

Relations to others

改改Agile, Clever and SmartAgile, Clever and Smart

敏敏ScrumMaster.dkScrumMaster.dk

改改

ScrumMaster.dk 敏

改改Certified Certified

Scrum MasterScrum MasterClassClass

Trainer: Kurt B. Nielsen

改改Certified ScrumCertified ScrumProduct OwnerProduct Owner

ClassClassTrainer: Kurt B. Nielsen

敏敏Agile LeanAgile LeanLeadershipLeadershipFoundationFoundation

Trainer: Kurt B. Nielsen